Many managers prefer to disassemble management from the business level, and rarely think of managing from the perspective of time. In fact, for managers, the most valuable resource is time. If you make a table of what managers need to do on a daily basis, you will find that they not only have to deal with the daily work of store operations, follow up on products and supply chains, track the results of operations, and ensure that the team has a reasonable work progress, but also obtain resources from the outside, including understanding the market situation in many aspects, expanding business cooperation resources, and thinking about the team’s future development path. These tasks have exceeded the energy scope of ordinary managers and are prone to omissions.
Time management is not simply listing all the things to be done as a memo, but by weighing the importance of the work, putting limited energy into high-output work, so as to obtain a better input-output ratio. Different teams are in different operating states, so managers need to analyze specific problems and adjust their work focus at any time according to the actual situation. In addition to managing their own working time, managers must also effectively manage the working time of their subordinates, so that they can lead the team to grow together and exercise their own management capabilities. If managers want to achieve the above work goals, they must proceed from two levels: daily workflow and time management tools.